Content on this page: 

• Before the appraisal
• During the appraisal

As a manager, you evaluate the skills and performance of your employees and need to provide well-reasoned explanations for your judgement. It is therefore important to make well-founded and objective assessments of employees' performance and ability to achieve results.

There is an element of subjectivity in every assessment you make, but the more you make your assessment in a systematic way, based on the common factors affecting pay, the easier it will be for the employee to understand your assessment.

Before the appraisal

Follow up on what you agreed in the appraisal interview and get concrete facts about the employee's performance.

Produce documentation from the previous appraisal with the employee. Have you been clear about what the employee should do to increase their salary?

What were the objectives in the previous period?

• What agreements were made? Have targets and agreements been achieved? If not, why not?
• What has worked well? What has worked less well?
• How do the overall objectives of the university affect the employee?
• What individual objectives need to be achieved for the coming planning period? 

Give the employee a list of relevant questions before the meeting.

Here's what you and your employee need to have available during the dialogue 

• The university's pay policy programme
• Salary influencing factors
• The documentation that you and the employee filled in together during the appraisal that describes the employee's individual goals. If there are any ambiguities, it is a good idea to discuss these before the interview.

Obtain information on

• salary
• salary range
• the requirements of the job itself.  

Information on statistics can be found in Kuben, the university's tool for monitoring and analysis. You log in to the Cube with your Lucat ID.

Log in to the Cube

Your organisation's HR function can provide further statistics and comparisons both internally and externally.

During the appraisal

The purpose of the follow-up interview before the salary review is to discuss the employee's work performance and other relevant factors affecting salary in a dialogue. The dialogue is thus not a salary negotiation regarding new salary. 

As a manager, you should aim for the employee to experience the dialogue as objective and constructive, even if they are not satisfied with the assessment as a whole.

The whole salary is what is interesting - not the salary increase

In the dialogue, it is the entire salary that is of interest, not the salary increase. The pay should be based on the pay policy programme, pay policy factors and pay statistics. If the employee does a good job and already has a good salary, it is not obvious that there should be a high salary increase. No employee is guaranteed a certain increase. As a manager, you value job content and performance.

It is in the day-to-day work that employees have the greatest opportunity to influence their salary

It is in the daily work that the employee has the greatest opportunity to influence his or her salary, based on work performance. During the follow-up interview before the salary review, the employee has the chance to show their performance and how they have performed their tasks. 

Read more about salary setting